What are the most effective ways to manage your supply chain in a lean construction project?

Effective supply chain management in a lean construction project involves aligning with customer value, optimizing processes, implementing just-in-time delivery, building trust, monitoring performance, fostering a culture of innovation, managing risks, standardizing processes, integrating technology, maintaining continuous communication, considering sustainability, and planning capacity.

I found that there are at least 3 skills which are needed in an effective construction management; 1. Always find the 'new techniques/tools' in order to improve both customer supply and demand sides, 2. 'Lean' would always help reduce wastes such as in cost and time, and 3. Safety and plan A plan B should always being reviewed.

For me the most effective ways to manage the supply chain is first we must be aligned on all the supply not only what we had but we needed most of the time in our area so that we manage not only its quantity,quality and its specification of usage. we also need the proper mapping of supply to quickly identify the supply that we had cause thru proper optimization and making relevant documnetation on it we can optimize as easy as we can and to make a proper information on the source or site we also elimatinating or minimizing the value of our supply by proper inventory o that we can see the good and the defective supply and arange it with proper activities to transport the deffects and overprocessing.We also use tools such as stream mapping

Get expert help. There are firms that have design-construct in their portfolio or business model, which includes relationships with regulatory authorities (licensing and site inspectors), contractors and construction administrators. Able administrators have experience in a locale, so that the local suppliers, climate and labor supply are accounted for in the planning and execution of a construction project.

It pays to have access to access to the construction contract and specifications so that options are known and ready to apply when supply does not meet demand. I can cite too many major projects set back by supply bottlenecks and lack of contingency planning. If change orders cannot be made to a design for schedule or cost adaptation, disaster is unavoidable.

Relationship with supply chain vendors is critical to long term success of a construction or other project. As we have solid relationships with vendors, there is likelihood that deliveries will be on schedule. Good relationships mean that the customer can call the supplier at any time and the supplier will accommodate the customer's request. The primary aspect of trust between the customer and the supplier is based on the quality of the items delivered. The customer must have a plan for testing the components, determine sample size for large quanties of components, or testing each one of a small quantity delivery. The supplier needs to know that the deliverables are satisfactory and the customer is satisfied or know the test findings.

The most important aspects of supply chain performance relate to delivery schedule and accuracy, and quality defects. Unfortunately the customer must qualify the delivered inventory through sample testing (non-electronic components) versus full lot testing of computer or electronic components. The customer must provide feedback on test results to the supplier in an effort to improve quality and correct defects. This cycle leads to more effeciencies, less labor involved, and greater profits. Manufacturing customers may have numerous vendors requiring dedicated personnel to manage the suppliers. Independent testers must qualify the components. A program scheduler must keep a master schedule of all suppliers schedules with dependencies.